CAJ | 학술논문

社会转型过程中，中西文化的融合使得员工同时内化了传统性和现代性观念，成为“双文化”员工。本文分析“双文化”员工多重匹配感的形成机制，并将员工多重匹配感聚焦在工作匹配感和组织匹配感。结合文化框架转换模型，从工作和组织的视角，将环境因素分为角色明确和组织公平，分析社会转型中“双文化”员工与环境因素的互动，以此界定员工多重匹配感的形成过程。研究发现，过程明确与传统性相符，促进了员工的工作匹配感；程序公平与现代性相符，促进了员工的组织匹配感。本文还对目标明确与分配公平的理解进行了扩充，为管理实践提供了参考依据。
사회전형과정중，중서문화적융합사득원공동시내화료전통성화현대성관념，성위“쌍문화”원공。본문분석“쌍문화”원공다중필배감적형성궤제，병장원공다중필배감취초재공작필배감화조직필배감。결합문화광가전환모형，종공작화조직적시각，장배경인소분위각색명학화조직공평，분석사회전형중“쌍문화”원공여배경인소적호동，이차계정원공다중필배감적형성과정。연구발현，과정명학여전통성상부，촉진료원공적공작필배감；정서공평여현대성상부，촉진료원공적조직필배감。본문환대목표명학여분배공평적리해진행료확충，위관리실천제공료삼고의거。
Since reform and openingup, China＇s economy has been witnessing a rapid development. During the economic transformation of China, all changes in social structure, the accelerated pace of life, the adjustment of ben efits distribution , the expansion of Information, all have impacted on people＇s minds and caused a series psychologi cal and behavioral changes. At the same time, the large influx of western thought shocks the traditional cul ture. Traditional culture and modern civilization conflict each other, and mutual confluence, eventually to be able to coexist. Culture is conceptualized not as a general, monolithic entity, but as a loose network of domainspecific cog nitive structures. The Chinese employees who exist in this have internalized traditional and modern values simultane ously, and become bicuhural employees. Two kinds of values exist in employees＇ minds, and instruct individual＇s thoughts, emotion and behavior according to corresponding situation. Based on a dyamic constructivist approach, scholars proposed a model of cultural frame switching which assumes bicultural individual could navigate between their ethnic and etic cultural. This dynamic constructivist approach has opened new possibilities in understanding culture and transcultural experiences. In the transition period of Chinese society, the environment has become more complex, and people＇s emotions are becoming more and more unpredictable. We believe that the key to the development of enterprises is to maintain the effectiveness of employee behavior, and employee behavior depends on his positive attitudes. The forming of em ployee attitudes depends on his cognitive processes in enterprise. That is to say, the forming of employee attitudes is based on his assessment to environment to form the perceived fit. In such an era that individual at any time may be lost themselves, matched with the external environment becomes intense psychological need of employees. Many bi cultural individuals report that the two internalized cultures take turns in guiding their thoughts and feelings in re sponse to cues. For the bicultural employees, in the process of forming multifits perceptions, they activate different value standard according to different external factors. However the existing researches ignored the study of this process. In an era of everchanging, traditional management models are exposing weaknesses unceasingly. With rapid globalization comes the need for more precise definitions of culture, and more precise models of cultural influence on cognition, affect, and behavior. Crosscultural research has moved from documenting cultural differences towards ex ploring the interaction of culture and psyche. The development of Chinese management ideals is not just limited to the crosscultural adaptation analysis for western thoughts. In order to construct indigenous theory, future research must be combined with specific economic, social, and cultural factors. In this research, we analyzed bicuhural employee＇s mechanism of multifits perceptions, which focused on job fit perception and organizationfit perception. Based on the model of cultural frame switch, we clarified environmen tal factors as role clarity and procedural justice from the perspectives of job and organization. This article analyzed the interaction between these bieuhural employees and environmental factors, based on which the mechanism of multifits perceptions had been defined. We explored how the employee who owns different values responds to envi ronmental characteristics and the tendency of different perceived fit. Results suggested that process clarity fit tradi tional values, and strengthened personjob fit perception; while procedural justice fit modern values, and strength ened personorganization fit perception. Additional explanations about goal clarity and distributive justice were also provided to give further support for managerial practice. This article includes the culture values, environment, per ceived fit and so on. We suggested that mangers need to take into account bicultural values of employees. A distinc tive contribution of this article is in describing how a given bicuhural employee incorporates multiple cultures and in describing how and when particular pieces of cultural value become operative in guiding an individual＇s construction of multifits perceptions.